strengthening the itsm core with service definition best...
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SESSION 803
Friday, May 12, 10:15am - 11:15am Track: Service Desk Foundations
Strengthening the ITSM Core with Service Definition Best Practices Marie DiRuzza Director, IT Service and Support, Worcester Polytechnic Institute [email protected]
Session Description The “Definitive List of Services” is the core of any good service management system. Without a strong core, you can’t perform at a high level, let alone achieve your goals. So, if your definitive list of services is weak, poorly formed, or designed around your organizational structure (as opposed to being service-oriented), it may be difficult to achieve success with service management initiatives. This interactive and collaborative session will show you how to facilitate service definition and service evolution discussions within your organization. Whether you’re just getting started or looking to overhaul an existing list of services, this session is for you!
Speaker Background Marie DiRuzza is director of IT service and support at Worcester Polytechnic Institute, where she is responsible for ITSM program management. Marie has been a leader in the IT support industry for more than thirteen years, serving as president of the New England local chapter and chairing user groups. She is a certified HDI Help Desk Manager with additional certification in ITIL v3, and she was the recipient of the 2016 HDI Manager of the Year Award.
Session #803Strengthening the ITSM Core
with Service Definition Best Practices
Marie DiRuzza
WPI: from research to innovation to impact
Class of 1881
Class of 1908
Class of 1945 Class of 1973 Class of 1985 Class of 1994
Class of 1970 Class of 1975 Class of 1986
Elwood Haynes, Innovator
Stainless steel
Carl Clark, InnovatorAuto airbag system
Dean Kamen, InnovatorSegway
Edward Cheung, Innovator
Hubble Space Telescope
Karen Tegan Padir, LeaderSun Microsystems
Robert Goddard, InnovatorFirst liquid-fueled rocket
Robert Harvey, InnovatorEarly artificial heart
Michael Dolan, LeaderExxonMobil Chemical
Kathy Loftus, LeaderWhole Foods Market
AGENDA
• Service Definition - Criticality
• Why is this so hard?
• What is a Service?
• What the Experts Say The importance of context
How to get started
Do’s and Don’ts
• Success Strategies Examples
Practice
4
Service Definition - Criticality
5
IT Services are
the CORE
of any
ITSM effort
Strong Core: strength, stability, agility & injury protection peak performance
Weak Core: instability, rigid, weakness, prone to injury poor performance
Simply put, A strong core enables a body to perform at a high level.
ITSM Performance
Serv
ice
Str
en
gth
6
Why is this so Hard?
On your own or with your neighbor, identify the top 2-3 challenges you have experienced related to defining IT Services.
~1 minute
What the Experts Say . . .
• Confusion
– Confuse processes with Services
– Confuse technologies w/Services
– Confuse platforms with Services
• IT Narcissism
– IT perspective only
– Focus on what IT does
– Little thought to the *why*?
Challenges to Defining Services:
7
“IT organizations have difficulty describing their services because they think in terms of
what they do NOT why they do it.”**Gartner: G00307972
WHAT IS A SERVICE?
8
*ITIL® is a registered trade mark of AXELOS Limited. **ITIL Glossary - Copyright © AXELOS Limited 2012.
Service (ITIL®)*
“A means of delivering value to a customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.” **
WHAT IS A SERVICE?
9
Service (ITIL®)
“A means of delivering value to a customer by facilitating outcomes customers want to achieve withoutthe ownership of specific costs and risks.”
Value • Outcomes • No Costs/Risks
WHAT IS A SERVICE?
10
In simpler terms . . .
A Service is . . . an action not a thing
VS.
A Service is . . . intangibleA Service has . . . intrinsic valueA Service absorbs . . . costs and risks
Examples
• Restaurant– Dining Service
– Bar Service
• Salon– Hair Styling Service
– SPA Services (Nails, Pedicures, etc.)
• Mechanic– Automobile Repair Service
– Inspection Services
11
Service Delivery Value Chain
12
Customers Business Units
Sales Department
Finance
IT Provides
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
13
Customers Business Units
Sales Department
Finance
IT Provides
Desktop Management
Telephony
Order Processing Apps
Shipping/Receiving Database
CRM
Mobile Device Mgt.
Accounts Receivable applications
Procurement Systems
Network
Billing System
Sample Services in the Chain
Technical Services
• Web Server Mgt.
• Network Services
BusinessServices
Reservation Management
– Check-in
– Baggage
Customer-Facing Services
• Online Ticketing
• Setup Alerts
• Boarding Pass
• Server Mgt.
• Database Mgt.
Purchasing─ Process Orders
─ Inventory Mgt.
─ Delivery Mgt.
Order Products─ Catalog
─ Ordering
─ Shipping
• Application Mgt.
• POS Mgt.
• Systems Admin.
Point of Sales
─ Sales Tracking
─ Marketing
Buy Products
─ Pricing
─ Cashier
Where Does IT Fit In?
DO’s
• Change the language used by IT staff
• Work with users to identify business-oriented services
• Define the customer for each service
• Focus on outcomes
• Value should be clear– Purpose
– Benefit
– WIIFM
DON’Ts
• Focus on what IT Does
• Confuse processes, technologies and platforms with services
• Ask business customers to define required services – they won’t know (ex. Wright Bros.)
– Instead, talk to them about their processes and identify enabling IT services
15
Guidelines: Where to Begin?
DO . . .
• Put Services in terms customer can understand (i.e. Intro.)
• Clearly articulate the value
• Align to business outcomes
• Clearly articulate the characteristics of the service
• Set expectations
DON’T . . .
• Mistake technologies for services.
• Focus on the Nouns– Instead look for the verb-
noun combination.
– License Server (noun) vs. License Management (noun-verb)
16
Guidelines: Defining Services
17 *Cardinal, M. – ITSM Academy Webinar
E3 = VFM*
EfficiencyEffectiveness
Economy
=Value
ForMoney
Consider Verb-Noun/Noun-Verb Format
Ability to . . .<Business Process>Ability to . . .<Business Outcome>
• Process Payroll• Email Administration• Desktop Management• Manage Telephony
• Enable Collaboration• Manage Software Licenses• Network Administration• Support Technology
18
Collection
Service Catalog
RequestCatalog
Logical Grouping of Services
~3-8
Published & Consumable
Services
~30-80
Service Requests
100+
• Category, ‘Service Group’, ‘Service Line’, or Collection
• Used for navigation/to filter• Should be a small number
• Published Services• End-user consumable; user language is
used• Includes service details• Services appear in multiple collections
(cross-listed)
• Action catalog• Items users might request• Part of fulfillment process• Many individual items• Bundle items into a service offering -
“New Hire”• Many items for each service
Collections, Catalogs & Requests . . .
* Gartner Webinar - The Art and Science of IT Service Portfolios and Catalogs
19
Service Requests?
Examples*
ExamplesHigher Education Vertical
* EDUCAUSE - The Higher Education IT Service Catalog (ECAR)20
Teaching & Learning
Research Administrative & Business
Communication & Collaboration
InfrastructureSecurity End-Point Computing
IT Professional Services
* EDUCAUSE - The Higher Education IT Service Catalog (ECAR)
21
Teaching & Learning
Research
Administrative &
Business
Communication &
Collaboration
• Assessment Systems• Classroom Technology Support• E-Portfolio Sites• Lecture Capture
• Educational Technology Consulting & Training
• Technology Spaces Mgt.
• Lab-Management Systems• Research Computing
• Visualization• Advanced Applications
• Student Information • Research Administration• Reporting & Analytics
• Finance/HR/Procurement• Auxiliary Systems• Alumni & Advancement
• Collaboration• Conferencing• Email & Calendaring• Emergency Notification
• Telephony• Television• Websites
Higher Education Vertical*
Definitive List of Services - a centralized, comprehensive list of various service items or artifacts
– Contains both published and unpublished items
– Contains information about Collections, Services, ServiceOfferings and Service Requests
Helps to derive and document:– Collections
– Service Catalog items (both external and internal items)
– Incident Classification
– Service Offerings
– Service Owners
22
Definitive List of Services
Definitive List of Services
Portfolio/Category
Service Request(s) Offerings/Bundles
Publish?Y/N
Related to?
End-Point Computing
Mobile Device Mgt.
Order Phone (New Hire) Y Comm. & Collaboration
End-Point Computing
Desktop Mgt. Upgrade PC (PC Refresh) N
End-Point Computing
Printing ReportPrinter Issue
Y
End-PointComputing
Network Access
Setup Wifi (New Hire)(New Student)
Y
23
24
Definitive List of Services – Ex.
25
Practice
1. Use the Service Definition worksheet
2. Identify a Business service and its Supporting IT services
3. Use the Service Game game cards to see how you did!
Implementation Challenges • Cultural issues:
– Organizational silos
– IT not aligned to the business
– Focus on tools
– Lack of common understanding
• ITIL Training creates a common language
• Limited Resources/Sponsorship– Top-down sponsorship is
key
– Limited personnel resources: everyone has a day job. Day job always wins!
26
Use of an ITSM Consultant can accelerate forward movement.
Success Strategies• What is a Service?
– Services are actions not things
– Provider assumes costs and risks
– Use end-user language
• Consider the Value Chain– Focus on customer business IT map
– Services must add value for customer
• Begin, Operate, and Maintain– Don’t try to ‘boil the ocean’
– Make incremental improvements
– Before publishing a Service Catalog, have a maintenance plan
27
• Have a Roadmap
• ITSM is a Marathon, Not a Sprint
• Provide Leadership
• Enlist Cheerleaders
• Communicate, Communicate!
28
If you don’t know where you are going,ANY ROAD will take you there.
- Lewis Carroll
Rules of the Road
29
Resources & References
ITSM Academy Webinar Archives Services – Cutting through the Confusion,
By Michael Cardinal:
itsmacademy.com/webinar-archives/, August 2016
Gartner Research G00307972 The Fundamental Starter Elements for an IT Service Portfolio and IT Service Catalog, by Debra Curtis,
April 2016
EDUCAUSE ECAR Publication The Higher Education IT Service Catalog, A Working Model for Comparison and Collaboration,
ECAR-SC Working Group (multiple authors), April 2015
© 2011 Elsevier, Inc.
Print Book Architecture and Patterns for IT,Making Shoes for the Cobbler’s Children,
by Charles Betz
ITIL is a Trademark of Axelos
Axelos Website ITIL Glossary and Abbreviations, https://www.axelos.com/Corporate/media/Files/Glossaries/ITIL_2011_
Glossary_GB-v1-0.pdf
© 2011 Axelos Limited
Questions?
Marie [email protected]
Thank you for attending this session: #803
Please complete an evaluation form via the HDI conference website or
HDI 2017 app
BUSI
NES
S
IT SERVICE DEFINITION
SERV
ICES
SERV
ICE
DEFI
NIT
ION
INDUSTRY
CUSTOMERS SERVED
COMPANY PROFILEBUSINESS NAME
BUSINESS UNIT
SERVICE
RELATED SERVICES
OWNER
GROUP / COLLECTION DESCRIPTION
ALIASES
SERVICE REQUESTS
SERVICE OFFERINGS (BUNDLES)
DOCUMENTATION
CONSTITUENTS (AUDIENCES)
AVAILABILITY / SERVICE LEVELS
COST (TO THE USER)
CRITICAL PROCESS
IT SERVICES
CRITICAL PROCESS
IT SERVICES
CRITICAL PROCESS
IT SERVICES
CRITICAL PROCESS
IT SERVICES
ECAR Working Group Paper | Apri l 10, 2015
The Higher Education IT Service Catalog
A Working Model for Comparison and Collaboration
© 2015 EDUCAUSE.
CC by-nc-nd.
ECAR working groups are where EDUCAUSE members come together to create solutions to
today’s problems and provide insight into higher education IT’s tomorrow. Individuals at
EDUCAUSE member institutions are invited to collaborate on projects that address core
technology challenges and advance emerging technologies of importance to colleges and
universities. More information can be found at the ECAR working groups website.
Introduction Although every college and university is unique, higher education technology service organizations have
many goals, challenges, and opportunities in common. One of these challenges is how best to represent
the services we provide, in a format that is intelligible to, and resonates with, our community while also
serving as an effective structure for service operations and improvement. The IT service catalog is in
many ways the front door of IT and provides the foundation for our IT service management capabilities. It
is important to note the more general term “service catalog” is widely used, partly because it offers a
useful framework for publishing all manner of service information, including human resources, benefits,
finance, facilities, and other service areas. This paper is about the IT service catalog, and wherever this
paper mentions a service catalog, it should be understood to mean an IT service catalog; where it has a
wider meaning, this will be made explicit.
The implementation of a service catalog is an important step in transforming from a technology-oriented
organization into a service-oriented organization and enables the organizational focus to shift from
technology components to services that facilitate university outcomes. It is a vehicle used to communicate
and provide clarity to constituents about the IT services available to them, to help improve customer
relations by sharing information and setting expectations, and to improve service portfolio planning so IT
investments and activities better align with university needs. To date, however, there has not been a
standard model across higher education. The number of institutions offering a service catalog has grown,
but for institutions just starting work in this area, developing a catalog can be a lengthy and difficult process.1
The model service catalog presented in this paper identifies IT services and associated taxonomies
common across many higher education institutions and incorporates components successfully used in
existing service catalogs. Use of this model by a higher education institution may help jump-start a
service catalog initiative and enable its rapid adoption.
A consistent and standardized approach also serves to create a shared language and platform to
facilitate service comparison and benchmarking across IT organizations within institutions of higher
education. Standardized terms, categories, attributes, and approaches to organizing services will educate
community members new to IT service management and introduce concepts such as the difference
between a “service” and a “service request.”
2
The goal of this paper is to leverage existing standards, frameworks, and best practices—as well as our
collective experience—to articulate issues and challenges related to the service catalog process within
higher education, thereby creating a guide to enable more efficient and effective navigation of service
catalog maturity within the higher education community. This paper highlights the nexus of the service
catalog and higher education—where the two overlap and how one might approach points of complexity.
What This Paper Does
Introduces the concept of a service catalog as described in the ITIL framework. ITIL is a “set of best-
practice publications for IT service management”2 originating from the United Kingdom that describes
a service-centric perspective on delivering IT. While the concepts here are based on the ITIL
framework, this paper does not presuppose that institutions have adopted or must adopt that
framework to take advantage of the model catalog.
Provides a model IT service catalog for those beginning their service catalog journey. This body of
work is a model, intended to cover the majority of any institution’s requisite content. Adopters will
compare and contrast this model to their unique institutional goals and service environment and adapt
the model as necessary.
Highlights and provides specific guidance regarding the necessary components of an effective
service catalog, such as the taxonomy, taxonomy and terminology, attributes, and descriptions for
common IT services.
Focuses on the unique needs of the higher education community. It provides a framework that
organizes the most common services in higher education IT into an initial catalog. It also includes a
discussion regarding catalog views/presentations that considers various internal and external
audiences.
Provides a means for benchmarking and comparing across standardized service catalogs at peer
institutions.
What This Paper Does Not Do
Define how to implement the entire service catalog management process. This guidance is provided
elsewhere, including within IT service management best practices.
Attempt to go beyond IT services to cover all the business or external customer-facing services a
higher education institution provides (e.g., housing, registration, facilities, police).
Higher Education Challenges The ECAR IT Service Catalog Working Group was formed because of the unique set of challenges that
exist in higher education and the effect they have on implementing an IT service catalog. One of the most
obvious challenges is the population served by higher education IT. Service catalogs in higher education
must address the needs of a broad spectrum of users—including students, faculty, staff, parents, alumni,
and donors—as well as customers (e.g., governance committees, administrative departments, academic
departments, legislatures, and others). The population is broad, heterogeneous, and constantly changing.
Indeed, it is the nature of higher education to have a regular influx of new students (and, to a lesser
extent, faculty, researchers, staff, etc.) and to see a significant portion of the population leave annually at
graduation. This provides unique and continuing challenges for the promotion of IT services and for
making the IT service catalog known to new students and faculty; essentially, a continual communications
campaign is required, with a major relaunch annually.
3
Another considerable challenge is that many higher education institutions have a mix of central and
distributed IT services. How do you provide a single service catalog to a wide variety of users across
multiple schools, campuses, and departments, each with access to a distinct set of services delivered by
a variety of service providers?
Finally, higher education is a collaborative enterprise, built on consensus. But determining how this plays
out when developing a unified and authoritative IT service catalog can be a significant challenge. How do
we define a service? How do we handle conflicting or competing services? What governance is in place,
and who makes the final decisions? What works in a research university may not work at a regional
university or for a community college. Ultimately, each institution will have to consider the needs of its
own specific environment.
Because of these unique challenges, the working group recognized the importance of developing a model
catalog that would acknowledge the special nature of working in higher education while being flexible
enough to be adapted to a wide variety of institutions.
Related Concepts: Portfolio, Catalog, and Requests Although the terms “service portfolio” and “service catalog” may seem similar, the service catalog is “A
database or structured document with information about all live IT services, including those available for
deployment. The service catalogue is part of the service portfolio.”3 The encompassing service portfolio is
the “complete set of services that is managed by a service provider. The service portfolio is used to
manage the entire lifecycle of all services, and includes three categories: service pipeline (proposed or in
development), service catalogue (live or available for deployment), and retired services.”4 Figure 1 shows
the relationship between the catalog, portfolio, and IT service management (ITSM) overall. This paper
focuses on the IT service catalog.
Figure 1. The relationship between the IT service catalog, service portfolio, and ITSM
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IT Service Requests
A mature service catalog is actionable. That is, it includes a request portal that enables users to submit
simple forms to request aspects of services. The act of a user’s requesting access to a service, information,
or advice is considered a “service request.” Thus, services are a means of delivering value to customers,
and service requests are the vehicles by which users request the value to be delivered. Service requests
are basically actionable transactions by which consumers interact with and consume services.
Using the e-mail service as an example, service requests can be specifically defined, such as a new e-
mail inbox, a new shared folder, or a new distribution list. When a service catalog is actionable, the user
is able to search for the service (e-mail) or specific features within the service (inbox, shared folder, etc.)
and is presented with a method to request some aspect of the service (see figure 2).
Figure 2. How service requests relate to services
Figure 2 shows three important points:
1. A service request can be a request for a single activity or task or it can be a request for a bundle
of activities or tasks.
2. A single service may have multiple service requests associated with it.
3. A service request that is a bundle of several service requests can contain requests that span
more than one service.
For example, a service consumer (a hiring manager, in this case) can place a single service request,
“new hire,” which triggers all of the requisite activities that a company needs to execute when a new hire
comes on board. The manager need not know or remember each of the specific items in the request. This
increases consistency and minimizes scope for error, resulting in better service delivery. Sometimes,
5
however, someone might just need one of the items in the bundle. When this is the case, that person can
simply place a service request for that particular item (e.g., someone needs a new e-mail account).
It’s important to understand the distinction between a service and its (possibly multiple) associated
service requests. In the example above we see that the e-mail service has at least three associated
service requests, for a new e-mail account, public folder, and mail group.
Components of the Service Catalog
The IT service catalog is published information about all the IT services available at a given point in time.
Think of the catalog as a menu at a restaurant, and the portfolio as the restaurant’s overall collection of
recipes, which could include recipes under consideration or being developed (pipeline), those presently
on the menu (catalog), and those that have been removed from the menu (retired). In addition, the
catalog typically has many views based on the audience (for more, see “Service Catalog: Views and
Audiences” below); for instance, the dine-in menu may vary from the take-out menu. More importantly, a
customer may be an end-consumer (i.e., a diner) or another service-provider (e.g., the family cook who
simply wants to buy a jar of the restaurant’s famous marinara sauce to incorporate into a dish at home).
The former is IT-to-consumer (or provider-to-consumer), the services around which are typically called
business- or customer-facing services. The latter is IT-to-IT (or provider-to-provider), the services around
which are typically called technical or supporting services. Again, views can determine which types of
services particular customers (or customers playing particular roles) should see.5
Defining IT Services
When defining services, an IT organization needs to understand the business process the service will
enable. The service is about the outcomes the IT service enables the user to achieve, not the activities
performed by the IT service provider. A service is “a means of delivering value to customers by facilitating
outcomes customers want to achieve without the ownership of specific costs and risks.”6
But what does that actually mean? Imagine the outcome you want is an elegant meal. You could do the
work yourself, which means you would take on the specific costs (food, table linens, flowers, candles) and
the risks (potentially burning the meal). An attractive alternative is to go to a restaurant. The outcome is
the same—you enjoy an elegant dinner. However, by choosing the restaurant, you are free to focus on
what is important to you (relaxing and enjoying the meal, with no prep or clean up), while the restaurant
assumes the direct costs and risks and delivers something to your specifications. In ITIL terms, the
restaurant is offering a dining service.
As you define services in the IT environment, it is important to keep the customer and user perspectives
in mind. Services need to be recognizable by those who might use them. One of the activities the
restaurant performs is to create the menu, and it is important the items listed resonate with the menu’s
audience. As a customer, you would not recognize “season poultry” as a service, because the outcome
you want to achieve is a completely prepared meal. Translated to the IT environment, “patching server
operating system” is probably not recognized by most IT customers as an IT service. Instead, users
probably expect this activity to be part of an IT service such as “managed server.” The managed server
service includes activities such as provisioning, installing, configuring, and maintaining servers in a data
center, just as meal preparation includes washing vegetables, seasoning poultry, and cooking
ingredients.
6
This means that services, including what they are called, should be defined based on outcomes desired
by the service consumer. Doing so will ensure that an IT service provider will manage all the aspects of
service management with these outcomes in mind, thereby providing value to the consumer. A service
might be defined, then, as a discrete element that provides functionality and/or value to customers and
includes at least two participants:
A service provider who offers to perform one or more tasks or activities to a certain specification
A customer who is willing either to accept the offered specification of the work or to request and
specify the work
What qualifies as a service and what does not is sometimes subjective, and each organization will need
to come to its own agreement regarding a definition. Depending on the maturity level of the service and
the organization’s service management approach, additional criteria may be applied to each service. For
instance, it might be required that a service:
Deliver something of value to the customer (i.e., not be a portion of a larger supply chain)
Is orderable
Has measurable metrics (e.g., capacity, performance, relevancy, satisfaction, and cost)
Of equal importance is defining what a service is not. Typically, applications and computer systems
provide functionality required by an IT service and are not considered services unto themselves.
A Higher Education IT Service Catalog Model Start building your service catalog by reviewing and using the model categories and taxonomy provided
here. The structure we present is expected to “fit” approximately 80% of any given institution’s service
catalog needs. We recommend you start with this template and, working with the stakeholders at your
institution, tailor it to remove any categories or services that don’t apply and add others where needed. For
example, an institution focused on art might have an entire set of services not mentioned here, whereas an
institution focused on teaching and learning may need to remove the services focused on research.
In building your service catalog, it is essential that you involve and work with your constituents to discover
what services they want, the language they would use to denote those services, and what requirements
they have regarding delivery of those services. This collaboration will help align expectations with service
provisioning, improve communication, and result in a collection of services that bring value to those you
support. It will aid in defining service level agreements that address requirements concerning availability,
reliability, and recoverability in a business continuity model. Using this constituent-led operational model,
you can more objectively evaluate your level of success in providing services. Monitoring and reporting
agreed-upon service metrics provides a basis for discussion between service provider and customer and
enhances mutual satisfaction in the delivered services. Continuing to involve the customer in the ongoing
development and maintenance of the service catalog helps ensure its success.
The model provided here is a three-tiered approach, with a fourth section defining key attributes for
services and service offerings (see figure 3). The intent is to foster understanding of the catalog contents
by presenting it in a way that makes sense in the higher education environment, starting most broadly
and moving to more detailed information as one traverses the structure.
7
Service Category: A logical grouping of services that benefit from being managed together. These
high-level groupings should be meaningful to the IT service provider (i.e., to facilitate budgeting and
governance of services). Some institutions may choose to make these groupings visible to end users,
whereas some may not and may even choose to have different groupings (see the discussion of
“views” later in this document). These categories should reflect the strategic goals of the institution
and align with the overall governance model. Governance of IT services, including deciding on major
projects, developing strategy, and managing funding, would be conducted by groups aligned with the
service categories. Ideally, the service catalog includes a small number of service categories, on the
order of 6–10. A smaller number will be easier for end users to navigate and more effective for IT to
manage. Examples of service categories might include communication and collaboration,
infrastructure, and teaching and learning.
Service: An end-to-end IT service that delivers value to customers; typically not named after specific
products or applications. The service combines people, processes, and technology to provide outputs
or results that enable business capabilities or an end user’s work activities and desired outcomes.
Multiple related services are grouped in a service category. Examples of services appearing in a
communication and collaboration service category might include collaboration, conferencing, and
e-mail and calendaring.
Service Offering: The specific technology-focused activity or product used to deliver a service.
These can be software bundles, custom application solutions, or other technology that enables a
service offering. Multiple service offerings may exist for a single service. Examples of service
offerings for an e-mail and calendaring service might include Microsoft Exchange, Gmail, e-mail
distribution lists, and university event calendars.
Service Attributes: Key information about individual services or service offerings; different views of a
catalog may contain different attributes focused on the catalog’s audience. Some examples include
service name, service description, audience, benefits, service charges, and requirements.
Figure 3. The IT service catalog model
Services live in a single category; however, some services may be cross-referenced in other categories
via the related services attribute.
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Service Categories
Listed below are suggested service categories that we believe cover the strategic areas for most
institutions. With appropriate local modification, these categories should assist in facilitating activities
such as budgeting and governance. Most institutions will have 6–10 service categories.
Service Category Category Description
Administrative and
Business
Enterprise and local services that support the administrative and business functions of an
institution. Includes analytics, business intelligence, reporting, finance, human resources,
student information systems, advancement, research administration, and conference and event
management.
Communication
and Collaboration
IT services that facilitate institutional communication and collaboration needs. Includes e-mail,
calendaring, telephony/VoIP, video/web conferencing, unified communications, web content
management system, web application development and hosting, and media development.
End-Point
Computing
Services that enable community members to do their day-to-day work, including providing
access to enterprise services. Includes network access, user file storage, end-point computing
backup solutions, desktop virtualization, computer labs, and printing.
Infrastructure Enterprise-level hardware, software, systems, and network infrastructure that provide
underlying support for institutional activities. Includes data centers, network backbone, wireless,
central storage and system backup solutions, server virtualization, and systems management
and operations.
IT Professional
Services
Services that are consultative in nature, in contrast to the other categories, which tend to be
technology based; these may be a combination of customer-facing and non-customer-facing
services. Includes IT training, consulting/advisory services, business continuity/disaster
recovery, enterprise architecture, portfolio/project management, and ITSM.
Research Services supporting the institution’s research activities, including specialized storage and
computation, high-performance computing (HPC), visualization, and lab-management systems.
Security Infrastructure and services that provide security, data integrity, and compliance for institutional
activities. Includes security services such as virus protection, encryption, privacy impact
assessments, information risk management, emergency preparedness, data security, identity
management solutions, access controls (i.e., passwords, accounts, and authentication), audit
and monitoring systems and services, and data access and stewardship.
Teaching and
Learning
Instructional technology, tools, and resources directly supporting teaching and learning.
Includes learning management systems, in-class and online course development, learning
analytics, course evaluation, lecture capture, webinars, and other academic tools for faculty
and students.
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Services
Under each service category, we have listed common IT services (end-to-end IT services delivering
outcomes to customers) offered in higher education. This list should be broadly representative but may
not be comprehensive for all institutions. Your institution may not offer all of these or may have additional
services. For each of these services, there may be a number of individual service offerings representing
specific technology-focused activities or products that are used to deliver the service. Most institutions
define 30–50 services at this level.
Service Category: Administrative and Business
Service Service Description
Alumni and Advancement Alumni portals and services that support university advancement and development.
Athletics Athletics administration, recruiting, procurement, and ticketing systems.
Auxiliary Systems Services outside the core administrative systems that support auxiliary or ancillary campus systems, activities, and operations.
Document Imaging and Management Electronic document-management services.
Faculty Information Systems Services that support faculty administration, review, promotion, and tenure.
Finance, Human Resources, and Procurement Systems
Administration and maintenance of enterprise systems (integrated or stand-alone) that support financial management, human capital management, and procurement.
Library Systems Services for library systems that provide access to local and remote information in support of teaching, learning, and research. Includes acquisitions, catalog, circulation, serials, a public user interface, interlibrary loan, discovery tools, etc.
Medical and Health Systems Services that support clinical processes, including health-record management, pharmaceutical data, medical appointment scheduling, residency placements, and more.
Reporting and Analytics Business intelligence platforms, data warehouse, dashboards, analytic tools, transactional reporting, and operational data stores.
Research Administration Systems Services in support of systems used to secure funding, manage funding, conduct research, and facilitate compliance.
Student Information Systems Services to support admissions, enrollment, registration, orientation, financial aid, student accounts and collections, advising, and career services.
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Service Category: Communication and Collaboration
Service Service Description
Collaboration Technology-enhanced communication, coordination, and collaboration services that facilitate the creation, sharing, and exchange of information and ideas within communities of interest. Includes social media.
Conferencing Online conferencing services other than teleconferencing.
E-Mail and Calendaring Services associated with e-mail, calendaring, contacts, broadcast mail, enterprise-wide mailing list management, and messaging.
Emergency Notification Services in support of campus alert systems.
Telephony All services associated with telephony, including voice services, teleconferencing, etc.
Television Broadcast services.
Websites Services related to websites, including content management systems.
Service Category: End-Point Computing
Service Service Description
Network Access Provisioning of access to networks, ensuring security and appropriate authentication.
End-Point Support (Desktops, Mobile Devices, etc.)
Support for all types of end-point devices and associated operating and application software.
Printing Copy, scan, fax, and printing services, including applications for managing these services, such as print quota systems.
Software Distribution Distribution of software and licenses via media, online methods, and license servers.
Service Category: Infrastructure
Service Service Description
Data Center Maintenance of physical data centers, including co-location services, planning, and strategy for data center management.
Database Includes hosting and administration of databases.
Middleware Services in support of the layer between the operating system and the end-user application. This may also include the layer that connects applications.
Monitoring Monitoring services for IT services and underpinning technology.
Network Includes maintenance of infrastructure items required to offer network connectivity; does not include support for end users to access the network.
Server Infrastructure Provisioning, hosting, and administration of servers, physical and virtual.
Storage Back-end technology and services required to maintain core storage capabilities, including server storage, database backups, etc.; does not include customer-facing storage options.
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Service Category: IT Professional Services
Service Service Description
Application Development Tools, services, and products that support the ERP, the mainframe, mobile application development, and custom application development, including tools built into ERP and mainframe systems, as well as integration with third-party systems.
Consulting and Advising Guidance services on how to leverage technologies and select technology solutions, including those in the cloud.
Business Continuity and Disaster Recovery
Business continuity consulting and planning and disaster recovery planning, including disaster recovery exercises.
Enterprise Licensing Negotiation, acquisition, and management of licenses for technology broadly used throughout the institution.
IT Service Management People, processes, and tools that enable service management. This is a supporting service.
Portfolio and Project Management Project portfolio management and project management services. These may be a supporting service.
Training Training services for end users on IT applications and systems.
Service Category: Research
Service Service Description
Advanced Applications Services for applications that could include plotting, scientific visualization, modeling, rendering, animation, graphics programming, and image manipulation.
Lab-Management Systems Services to record and track lab experiments, equipment, and specimens.
Research Computing Computing and storage resources and services to support research that has specialized or highly intensive computation, storage, bandwidth, or graphics requirements.
Visualization Graphics, visualization, and virtual-reality facilities and services in support of research application areas such as biomedical engineering, chemistry, space weather modeling, computational fluid dynamics, archaeology, and fine arts.
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Service Category: Security
Service Service Description
Identity and Access Management Services relating to authentication, access, role-based provisioning, etc.
Secure Computing Services that provide a secure computing environment for end users. Includes network security, system security, application security, etc.
Security Consulting Consultative services, training, education, and awareness raising.
Security Incident Response and Investigation
Services that respond to, remediate, and seek to prevent security incidents.
Security Policy and Compliance Services relating to institutional policy or compliance guidelines and requirements. Includes support for audit processes.
Service Category: Teaching and Learning
Service Service Description
Assessment Systems Services in support of assessing learning outcomes.
Classroom Technology and Support Services to ensure classrooms are suitably equipped and functional to meet the needs of the education experience.
Educational Technology Consulting and Training
Services to ensure that faculty and other course creators have the knowledge and assistance they need to optimize their effectiveness in using teaching and learning technologies.
E-Portfolio Sites Services for e-portfolios, which provide a way for students and faculty to showcase their work and academic accomplishments.
Learning Management Systems LMS services in support of managing and sharing course materials (e.g., videos, documents, spreadsheets, etc.) and facilitating learning through collaboration.
Lecture Capture Services for recording, storing, editing, and publishing course lectures.
Technology-Enhanced Spaces Provision and maintenance of technology in specialized learning environments.
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Service Attributes
Service attributes help define and describe both services and service offerings. They provide information
related to managing, providing, and accessing each service or service offering. One can think of attributes
as a set of characteristics of each service or service offering.
Which attributes are presented to the person reading the service catalog may change depending on that
person’s role within the institution. For example, the “service cost” attribute, in contrast to the “service
charges” attribute, might be hidden from faculty, staff, and students but visible to IT staff and governance
members.
Depending on the maturity of the institution’s service catalog and service management program, some
attributes may be required, while others are just suggested. For instance, the service owner role might be
mandatory in institutions where the role has been formally established for all services, or it could be
optional in institutions where the role has not been fully established.
Attribute Description
Service Category The category to which the service belongs.
Service Name The name by which the catalog users know the service. See also Aliases.
Aliases Aliases may exist for the service name so that it can be found by other names (e.g., the institution’s branded name, product name, or other commonly used names).
Service Description A full description of the service, including its purpose, benefits, features, and options. The description should be written for the end user to understand.
Audience The constituents to which the service is available (e.g., students, faculty, staff, etc.).
Service Levels Basic information about service availability, maintenance windows, levels of support available, what users can expect from this service, etc.
Requirements Any prerequisites for using the service (e.g., approvals, training, compliance requirements, other services, etc.).
Service Charges The cost to the end user or department to use the service. This can be expressed on a per user basis, by department, volume of consumption, or however charges are assessed.
Requesting the Service Instructions for requesting the service (e.g., a link to a request form or contact information).
Support Contact Instructions for requesting support (e.g., help with using the service or reporting a service issue).
Feedback Mechanism Instructions or mechanism for reporting feedback on a service.
Documentation Pointers to service documentation, service policies, FAQs, training materials, etc.
Status/Phase Current status or phase of the service (e.g., planning, production or retired). Note: When a service is retired, it exits the catalog but remains in the portfolio.
Service Cost The actual costs to deliver a service—including, hardware, software, licensing, maintenance, and staff resources—which is necessary for an organization to understand financial management on a service level.
Service Owner The person who is accountable for the delivery of the end-to-end service. This accountability slices across functional areas.
Related Services Links to other services in the service catalog that the reader might be interested in, based on interest in this service.
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Service Catalog: Views and Audiences A necessary part of maintaining a single IT service catalog is defining specific audiences that will see
certain service catalog information based on their unique roles and interests. It is unlikely that all the
services in your catalog will be available to everyone at your institution, so people will appreciate being
able to view a list of just the services that are available to them.
Views are one way of managing communication about what services are available to a specific group or
constituency. This can be implemented in a low-tech manner, such as allowing visitors to your website to
sort services based on their constituency. Or a more robust solution could leverage your institution’s
single sign-on technology to automatically filter and display relevant services based on the person’s role
(see figure 4).
Figure 4. Service views
Even within individual services, you may not want to display all the attributes of a service; for instance,
the cost of providing the service may be displayed only to IT service providers and governance committee
members. The following audiences are often useful to define:
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Faculty (depending on your needs, you might include or break out the following separately:
researchers, instructors, and visiting faculty)
Students (depending on your needs, you might include or break out undergraduates, graduate and
professional students, online students, prospective students, and applicants)
Staff
Alumni
Parents
Visitors and guests
IT service management/operations/support (may need to see internal attributes and additional
information not available to the wider community)
Governance committee members (may need to see information on costs and other factors related to
service delivery)
You may find that a single platform cannot easily accommodate storing and displaying all the information
you want to keep in your service catalog. For example, you might want to store the structure of your
service catalog within the configuration management database (CMDB) of your IT service management
tool so that you can easily see how particular resource outages could affect certain services. On the other
hand, you might find that the ability to view the catalog is better facilitated through a document sharing
system. In that case, your authoritative catalog might span more than one platform. Alternatively, you might
not be ready to develop a full-fledged service portal in the ITSM tool and may find it easier to implement a
public display of your catalog in a more traditional website. Try to minimize the number of platforms you
use for your service catalog and the amount of information overlap between those platforms. Establish and
document a process for managing changes in the service catalog so that information is kept in sync.
Now That We’ve Built It, How Do We Maintain It? Given the constantly changing environment of IT in higher education, development of a service catalog is
not a one-time project, as it will soon require updating. Service catalog management is a process, one
that should be designed to work well at your institution. You will want to consider:
Who owns the service catalog and is accountable for its process and maintenance?
How is the content governed? Who can make or request changes to the service taxonomy or
published attributes of a particular service? Who approves those changes? How are changes
tracked?
How will you ensure that service information remains aligned with what you are providing? Consider
building service content update requirements into your project or change-management processes.
Natural next steps for many institutions after they have a service catalog in place are to (1) establish the
service owner role and assign an owner to each service and (2) develop a formal service portfolio
governance process that facilitates decision making about which services are offered, which should be
changed, and which should be retired.
Conclusion The model IT service catalog described in this paper provides a language to enhance understanding
between service providers and their constituencies and to facilitate collaboration between higher
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education institutions. In addition, it establishes a framework for exploration and identification of shared
service opportunities. The model is intended to help not only institutions that are just beginning to
implement an IT service catalog but also those desiring to make improvements to their existing catalogs.
The model will also help institutions use a common language, which allows for greater collaboration and
cooperation and enables benchmarking and comparisons across institutions.
An important tool in making IT services visible and useful for our community, the IT service catalog may
bring with it organizational change as our institutions become more customer- and user-focused.
Developing a complete and useful catalog is an iterative process that requires continuous process
improvement, but implementing this model will be a start to improving your institution’s awareness and
use of IT services.
Authors
The ECAR IT Service Catalog (ECAR-SC) Working Group that authored this report includes the following
members:
Tamara Adižes
ITS Portfolio Communications Officer
University of Toronto
Ricardo Chavira (ECAR-SC Co-Chair)
Associate Director, Service Management
Yale University
Luciano Dalla Venezia
IT Service Transition Manager
Emory University
Mark Katsouros
Director, Network Planning and Integration
The Pennsylvania State University
Mark Kawasaki
IT Service Manager
Emory University
Rosalinda Kloberdanz
Assistant CIO, Academic, Research and
Learning Technologies
North Dakota University System Office
Reginald Lo
Director, Service Management
VMware
Anita Nichols
Client Services Manager
University of California, Davis
Simon Pride
Service Relationship Analyst
New York University
Hillary Rosenfeld (ECAR-SC Co-Chair)
Service Management Architect
Boston University
Richard Sharp
Knowledge Manager, Service Catalog Manager
Boston University
Karen Van Dusen
ITSM Program Manager
Carnegie Mellon University
Stephen A. Vieira
Special Projects
Community College of Rhode Island
Karalee Woody
Executive Director Customer Service and
Support, UW Information Technology
University of Washington
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Reviewers
The ECAR IT Service Catalog (ECAR-SC) Working Group would like to thank the following people, who
contributed their time to review a draft of this document prior to publication.
John Bax
Director of Information Technology
Missouri University of Science and Technology
Troy Boroughs
Assistant Vice President for Systems and
Networks
University of Richmond
Kathy Campbell
Planning and Operations Manager
Anne Arundel Community College
Gerard Krawczyk
Director, Information Technology Services
The Pennsylvania State University
Pamela Lessley
Project Manager, Strategic Project Management
Office
University of Missouri System
David McGuire
Associate Director, IT Project and Service
Management
University of New Mexico
Mitchell Pautz
IT Service Management Analyst/Project
Manager
California State University, Fullerton
Kathryn Rose
Senior Director, User Services
University of Notre Dame
Tracy Schroeder
Vice President, Information Services &
Technology
Boston University
Notes
1. In 2014, 41% of EDUCAUSE Core Data Service survey respondents indicated that they have a service catalog and/or service
portfolio (up from 30% in 2012). In terms of institution type, in 2014 the presence of a service catalog/portfolio was greatest at
doctoral and research-extensive institutions (38%) and master’s universities and colleges (25%), followed by associate’s and
bachelor’s institutions (21%). Respondents that had a service catalog/portfolio were also asked to provide the URL. In 2012, this
resulted in 144 public URLs to service catalogs; in 2014 this has grown to 226. For more information and to access the data,
visit the CDS Publications web page. In addition, HEIT Management maintains a list of Higher Education Service Catalogs.
2 ITIL Glossary and Abbreviations, AXELOS Limited, 2011: 33. For more information about ITIL, visit the AXELOS website.
3. Ibid., 52.
4. Ibid., 56.
5. For additional information on the service catalog, see Tamara Adizes, Mark Katsouros, Reginald Lo, Simon Pride, and Karalee
Woody, “The Unified IT Service Catalog: Your One-Stop Shop,” EDUCAUSE Review Online, August 11, 2014.
6. ITIL Glossary and Abbreviations, 51.
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Appendix: IT Service Catalog Glossary This glossary defines common service catalog terms that are mentioned in this document and is in no
way meant to be a comprehensive list of related terminology. For some terms, this appendix uses
definitions directly from the 2011 ITIL Glossary.1 Those terms are marked with an asterisk (*).
actionable service catalog: Ability to create service requests, report an incident, or find additional
information about services (knowledge management) directly through the service catalog.
application:* Software that provides functions which are required by an IT service. Each application
may be part of more than one IT service. An application runs on one or more servers or clients.
business service:* A service that is delivered to business customers by business units. For example,
delivery of financial services to customers of a bank or goods to the customers of a retail store.
Successful delivery of business services often depends on one or more IT services. A business service
may consist almost entirely of an IT service—for example, an online banking service or an external
website where product orders can be placed by business customers. See also customer-facing service.
catalog: See service catalog.
catalog view: Custom views for different groups of users—such as IT service providers, internal
customers, external customers, students, faculty, staff, etc.—that facilitate clear understanding of
which services are available to them. Some catalog views could require authentication and should be
defined as makes sense to the given institution.
customer: The ITIL glossary defines the customer as “Someone who buys goods or services. The
customer of an IT service provider is the person or group who defines and agrees the service level
targets. The term is also sometimes used informally to mean user—for example, ‘This is a customer-
focused organization.’” In the higher education setting, that role might typically be filled by deans,
provosts, vice presidents, and office managers.
customer-facing service:* An IT service that is visible to the customer. These are normally services
that support the customer’s business processes and facilitate one or more outcomes desired by the
customer. All live customer-facing services, including those available for deployment, are recorded in
the service catalogue along with customer-visible information about deliverables, prices, contact points,
ordering, and request processes. Other information, such as relationships to supporting services and
other CIs [configuration items], will also be recorded for internal use by the IT service provider.
ITIL:* A set of best-practice publications for IT service management. […] ITIL gives guidance on the
provision of quality IT services and the processes, functions, and other capabilities needed to support
them. The ITIL framework is based on a service life cycle and consists of five life-cycle stages
(service strategy, service design, service transition, service operation, and continual service
improvement), each of which has its own supporting publication. There is also a set of
complementary ITIL publications providing guidance specific to industry sectors, organization types,
operating models, and technology architectures.
portfolio: See service portfolio.
service: ITIL defines a service as a “means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs and risks. The term ‘service’ is
sometimes used as a synonym for core service, IT service, or service package.” As one of the three
tiers of the model service catalog defined in this paper, it is where end-to-end IT services that deliver
value to customers are defined; these are typically not named after specific products or applications.
The service combines people, processes, and technology to provide outputs or results that enable
business capabilities or an end user’s work activities and desired outcomes. Multiple related services
are grouped in a service category. See also service category and service.
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service attribute: Key information about an individual service or service offerings; different views of a
catalog may contain different attributes focused on the catalog’s audience.
service catalog:* A database or structured document with information about all live IT services,
including those available for deployment. The service catalogue is part of the service portfolio and
contains information about two types of IT service: customer-facing services that are visible to the
business; and supporting services required by the service provider to deliver customer-facing
services. See also service portfolio.
service category: One of the three tiers of the model service catalog defined in this paper, a service
category is a logical grouping of services that benefit from being managed together. These high-level
groupings should be meaningful to the IT service provider (i.e., to facilitate budgeting and governance
of services). See also service and service offering.
service offering: One of the three tiers of the model service catalog defined in this paper, a service
offering is the specific technology-focused activity or product used to deliver a service. These can be
software bundles, custom application solutions, or other technology that enables a service offering.
Multiple service offerings may exist for a single service. See also service category and service.
service owner:* A role responsible for managing one or more services throughout their entire life
cycle. Service owners are instrumental in the development of service strategy and are responsible for
the content of the service portfolio.
service portfolio:* The complete set of services that is managed by a service provider. The service
portfolio is used to manage the entire lifecycle of all services, and includes three categories: service
pipeline (proposed or in development), service catalogue (live or available for deployment), and
retired services. See also service catalog.
supporting service:* An IT service that is not directly used by the business, but is required by the IT
service provider to deliver customer-facing services (for example, a directory service or a backup
service). Supporting services may also include IT services only used by the IT service provider. All
live supporting services, including those available for deployment, are recorded in the service
catalogue along with information about their relationships to customer-facing services and other CIs.
user:* A person who uses the IT service on a day-to-day basis. Users are distinct from customers, as
some customers do not use the IT service directly.
1. ITIL Glossary and Abbreviations, AXELOS Limited, 2011: 33. For more information about ITIL, visit the AXELOS website.
1. Is it an action or a thing? Services are actions they are intangible.
2. Is it a “what” we do or is it a”how” we do it? If it is how we do it, then it is probably a fulfillment process, not a service
3. Is this something for which the value is evident? The value must be apparent to the consumer.
4. As stated, is this something the recipient would understand, appreciate and want? Must be stated in the end-user’s language. Too much IT jargon and it is not a well-defined service.
5. Does it mirror a functional team or IT organization/group? If so, you are probably doing it wrong! It may be a fulfillment element, service request or service offering rather than the service itself
Is it an action or a thing? Is it a “what” we do or is it a “how” we do it? Is this something for which the value is
evident? As stated, is this something the recipient
would understand, appreciate and want? Does it mirror a functional team or IT
organization/group?